- What are common mistakes CEOs make when approaching employee training?
o Not doing it enough for the company, i.e. undervaluing the ROI
o Not doing it enough for their own executive team
o Only seeing professional development from their perspective, especially if he/she does not value it personally
o Not spending time doing training on conflict management issues
o Not understanding that Professional Development training is in the top 10 for reasons people enjoy and stay at their job
o Not using an appreciative inquiry model to find out what the employees believe is the real problem or what the training should focus on
o Not doing personal investigation into the company that will be delivering
o Unrealistic expectations.
o Thinking of training as an ‘extra’ – history has shown us that regardless of financial times, we still need to train employees interpersonal and technically
o Not listening or valuing HR’s opinion enough when designing the long-term training plan
o Thinking that one or two training days is going to correct or prevent major or consistent problems
o Having champagne dreams on a beer budget
- What should CEOs expect as a return on investment for training?
o A stress free relationship where the training company reduces drag for the CEO’s organization by exceeding deadlines and expectations while modeling positive behavior
o A tangible tool and/or skill set that is reproducible immediately upon completion of the training
o Customization for their specific company and industry
o Employees walk away motivated and energized
o Employees have fun while learning and spending time together
o High levels of knowledge transfer using innovative methodologies
o Employees are accountable for applying the new information
- What should they not expect?
o Quick, instant fixes
o That everyone will “get it” or use it
o Results without incorporating evaluation and accountability of some kind
o Targeted training will take care of other problems
o That everyone will attend the training (excuses)
o That everyone will agree with objectives, delivery, style or propose of the training…do it anyway.
- Besides the tangible bottom line results, what other benefits can you expect from implementing a sales program?
- Increased motivation, retention, related success, direction, mission, purpose, infrastructure, mentoring, contact management system, increased revenue brings increased freedom, increased connections, increased corporate giving, increased
- What advice would you give to a CEO who was looking to implement or revamp a training program?
o Consider aLeadership
Academy
as or part of the infrastructure
o Consider how the training fits into long term strategic or professional development goals
o Get input from HR and the entire executive team, depending on the training.
o Bring in outside help, someone that is not too close to the issue(s)
o Think with the end in mind…back map so you ensure employees gain everything you need them to glean (what is the 5 or 10 year plan?)
o Make sure the people who are selling the training are also teaching and/or writing the curriculum
o Get someone that understands both curriculum design and training delivery.
o Don’t use the economy as an excuse not to implement, your competition won’t
o The sooner the better
